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How Leaders Truly Transform Businesses

Why change at all? It seems like a nonsensical question, doesn’t it? If you or your organization isn’t evolving — innovating, growing, or reinventing — you are in danger of failing. With the rapid change of the social-technology-economic climate, transformation is the greatest leadership and management challenge of our times. Sooner or later almost every organization needs to transform or diversify from their original market intent.

How Leaders Truly Transform Businesses

  1. 1. TRANSFORM BUSINESSES Disrup'on  and  transforma'on  is  nothing  new.   Agility,  innova'on,  and  opera'onal  excellence  form  the  basis   for  sustainable  growth.   HOW LEADERS TRULY by  Faisal  Hoque  founder  of
  2. 2. “Ex/nc/on  is  the  rule.   Survival  is  the  excep/on.” –  Carl  Sagan
  3. 3. sustainable  transforma/on  is  the  greatest  leadership   and  management  challenge  of  our  /mes. WITH THE RAPID CHANGE of  the  social-­‐technology-­‐economic  climate…
  4. 4. Sooner  or  later  almost  every  organiza'on  needs  to   transform  or  diversify  from  their  original  market  intent.   Disruption & Transformation is nothing new.
  5. 5. Started  off  in  1971  selling  espresso   makers  and  coffee  beans.  AGer  his   visit  to  Italy  in  1983,  Howard  Schultz   was  determined  to  actually  brew   and  sell  coffee  in  a  European-­‐style   coffeehouse  –  and  transformed   Starbucks  into  the  na'onwide  coffee   sensa'on  it  has  become  today. STARBUCKS
  6. 6. GE  was  founded  as  an   electricity  generator  and   producer  of  ligh'ng   components  to  create  the   power  industry.  But  over  its   130  plus  year  history,  it  has   con'nually  challenged  itself   to  innovate  and  has   produced  everything  from   light  bulbs  to  jet  engines. GE
  7. 7. Started  as  an  electronics  shop  in  a   bomb-­‐damaged  department  store   building  in  Tokyo  and  evolved  into  a   mul'na'onal  conglomerate. SONY
  8. 8. Started  as  a  consumer  appliance  company   that  made  radio  tubes.  Today,  it’s  one  of  the   largest  defense  contractors  in  the  world,   and  makes  microwave  communica'ons   systems  and  cruise  missiles. RAYTHEON
  9. 9. In  1966,  Nintendo  started  producing  electronic   games  and  consoles  and  eventually  became  famous   for  Super  Mario  and  Donkey  Kong  video  games. However,  the  company  existed  several  centuries   before  that.  Producing  everything  from  playing   cards  to  vacuum  cleaners,  and  instant  rice.   NINTENDO
  10. 10. EMBARKING ON A TRANSFORMATION is more than just deciding to do something different or expanding into adjacent markets. IT  REQUIRES: I.  Business  Agility II.  Sustained  Innova'on III. Opera'onal  Excellence
  11. 11. Agility  is  the  ability  to  sense  changes  in   economic  condi'ons  and  the  compe''ve   landscape,  and  to  proac'vely  implement  a   response. Business Agility
  12. 12. Sustained  innova'on  is  the  ability  to  develop   new  products,  services  and  methodologies   that  advance  beyond  the  compe''on,  through   repeatable  processes. Sustained innovation
  13. 13. Opera'onal  excellence  is  the  ability  to   consistently  deliver  cost-­‐effec've  products   and  services  at  defined  performance  levels. Operational Excellence
  14. 14. ENTERPRISES LOOKING TO ENGAGE a  transforma've  process  should  prepare  themselves   by  considering  the  following   SEVEN STEPS:
  15. 15.   1 Establish The  business  purpose  of   each  investment.  Is  it  to   enable  growth,  maintain,   or  manage  risk?
  16. 16. 2 Determine Whether  the  metrics  you   use  have  changed  along   with  modifica'ons  in   business,  processes,   and/or  technology.
  17. 17. 3 Agree Upon  metrics  that  show   agility,  innova'on,  and   opera'onal  excellence.
  18. 18. 4 Understand The  economic   environment  and  how   your  organiza'on  adjusts   its  strategy  to  changes  in   the  environment.
  19. 19. 5 Create The  management   capabili'es  that  support   priori'za'on,  consolida'on,   and  standardiza'on  to   manage  and  define  the   requirements  needed  in   support  of  a  collabora've   culture.
  20. 20. 6 Translate The  business  strategy   into  tac'cal  plans  for   short-­‐term  and  long-­‐term   value  crea'on.
  21. 21. 7 Instill In  teams  the  behaviors   and  values  that  will  lead   to  the  best  use  of   informa'on  for   customer,  supplier,  and   partner  rela'onships.
  22. 22. A ONE-TIME MAKEOVER DOES NOT CUT IT. This  requires  new  organiza'onal  structures,  the  crea'on   and  sharing  of  new  kinds  of  informa'on,  and  new  decision-­‐ making  processes.   TRANSFORMATION IS NOT A SINGULAR EVENT. GROWTH THROUGH INNOVATION NEEDS TO BECOME PART OF ANY ORGANIZATION’S SOUL.
  23. 23. “We  have  to  assume  that  everything   we  thing  is  right  today  will  be  wrong  tomorrow.” - Everything Connects find out more @ http://everythingconnectsthebook.com
  24. 24. About Me Founder  of  Shadoka  and  other   companies.  Shadoka  enables   entrepreneurship,  growth,  and  social   impact.   Formerly  of  GE  and  other  global  brands.   Author  of  several  books,  including   Everything  Connects  –  How  to   Transform  and  Lead  in  the  Age  of   Crea:vity,  Innova:on  and  Sustainability   (McGraw  Hill,  Spring  2014)  and  Survive   to  Thrive  –  27  Prac:ces  of  Resilient   Entrepreneurs,  Innovators,  And  Leaders   (Mo/va/onal  Press,  2015). Follow  me  @faisal_hoque. Faisalhoque.com  |  shadoka.com

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